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Assembling WorkRemaking Factory Regimes in Japanese Multinationals in Britain$
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Tony Elger and Chris Smith

Print publication date: 2005

Print ISBN-13: 9780199241514

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199241514.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 05 March 2021

Japanese and British Management: Alliances and Antagonisms

Japanese and British Management: Alliances and Antagonisms

(p.255) CHAPTER 10 Japanese and British Management: Alliances and Antagonisms
Assembling Work

Tony Elger (Contributor Webpage)

Chris Smith (Contributor Webpage)

Oxford University Press

This chapter analyses the organization and activities of management within these Japanese subsidiaries, and how local managers responded to Japanese innovations in work organization and employment relations. It examines the role of societal differences in the professional formation and orientations of British and Japanese managers, but also addresses variations in the way they were influenced by their specific organizational and occupational careers, and conformed to or challenged received management recipes. This highlights complex processes of alliance and antagonism, not only between British and expatriate Japanese managers, but within each grouping and between different management specialisms. For example, some British managers embraced Japanese management approaches, some distanced themselves using the language of management commonsense, but most emphasized their distinctive competence in managing British labour. The chapter maps and seeks to explain the rather different ways in which such perspectives and patterns of management micropolitics developed in the different firms.

Keywords:   British managers, common sense, distinctive competence, expatriate, societal differences, Japanese managers, management micropolitics, organizational careers, occupational careers, professional formation

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